1. U S E O F C M M I N S M A L L O R G A N I Z A T I O N
A S H I S H A G R A W A L
M . T E C H . ( S . E . )
CMM

2. Introduction to CMM
 CMM was developed by SEI in 1986.
 A Five level framework.
 Based on the knowledge acquired from both industry &
government.
 It helps an organization matures its s/w process.
“A roadmap for s/w process improvement.” [Paulk]

3. Levels of CMM

4. Initial Level
 Adhoc & chaotic.
 Unstable environment.
 Success depends on individual effort in heroics .
 Use of different techniques and tools.
“S/w development takes place without centralized
direction” . [James E. Purcell]

5. Repeatable level
 Based on experience with similar projects.
 Disciplined and stable.
 Earlier success can be repeated.
“Process established to track cost, schedule &
functionality.” [James E. Purcell]

6. Defined level
 Centerilsied
 Documentation of both engineering and
management activities.
 Standard and consistent.
“Process capability is based on common
understanding of roles.” [Paulk]

7. Managed level
 Quality matrix use for measurement.
 New application domain are known and carefully
managed.
 Quantifiable and predictable organizations.
“S/w products are of predictably high quality”.[Paulk]

8. Optimized level
 Continuous process improvement.
 Ability to try out new technologies.
 Reduce risk of failure.
“Use a feed back loop to continuously monitor &
control the s/w development process.” [Paulk]

9. Use of cmm in small organization
 In 1998 , SEPG defined small as – “3-4 month in duration
with 5 or fewer staff.”
 The first challenge for small organization in using CMM
is that their primary business objective is to survive.
 Small org. know that their present status quote is
unsatisfactory & improvement will help.

10.  The small org. tends to believe that-
1.We are competent.-(Can’t afford training)
2.We all communicate with one another-(osmosis works).
3.We are all heroes-(rules don’t apply to us).

11. Interpretation of CMM in organization
 Mapping with CMM terminology & the language
used by organization.
 What are the “invariants”(subprocess)for a
disciplined process .
 Professional judgement , trained & experienced
assessors.

12. Issues related to small organization
 Mgmt. sponsorship-anyone can influence org.
 Measurement- what is important.
 Documented process-do things , not have things.
 Tailoring-don’t use unsensible process.
 Training- to develop skills.
 Risk management- remove risks.

13. Conclusion
 CMM is “Common sense engineering”.
 Don’t follow the robotic process for improvement.
 Maturity levels should be measures of improvement,
not goals of improvement.
“Identifying actual needs for improvements is the
backbone for CMM”

14. Reference
 Mark C. Paulk, Using the Software CMM in Small
Organizations, Carnegie Mellon University, 1-1-1998